Más contenido relacionado Similar a Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership (20) Más de MaRS Discovery District (20) Don Tapscott's New Solutions for a Connected Planet - MaRS Global Leadership1. New Solutions for a Connected Planet
Don Tapscott
www.dontapscott.com
416 863 8801
@dtapscott
1 | © 2012 The Tapscott Group. All Rights Reserved.!
2. MacroWikinomics
2010
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3. 3 || © 2012 The Tapscott Group. All Rights Reserved.!!
3 © 2012 The Tapscott Group. All Rights Reserved.
4. Feudalism Capitalism
The Age of
and the and the Development
Networked Intelligence
Age of City States of Nation States
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6. The World After WWII
1944: The Bretton Woods Agreements
Included: World Bank and the International Monetary Fund (IMF)
1945: Creation of the United Nations (1945)
1947: General Agreement on Tariffs and Trade (GATT)
1948: Universal Declaration of Human Rights
1949: Geneva Conventions
1968: Creation and Implementation of Nuclear Non-Proliferation Treaty
1975: Establishment of the G8
(Group of Eight)
1995: World Trade Organization (WTO) replaces GATT
2008: Establishment of the G20
(Group of Twenty Finance Ministers and Central Bank Governors)
19 countries plus European Union
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7. The Rise of Multi-Stakeholder Networks
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8. A Turning Point in History: Rebooting our Institutions
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9. THE
TECHNOLOGICAL
REVOLUTION
Drivers for Change
9 | © 2012 The Tapscott Group. All Rights Reserved.! 9 | © 2012 The Tapscott Group. All Rights Reserved.!
10. The Rise of Collaborative Communities
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11. THE
TECHNOLOGICAL
REVOLUTION
Drivers for Change THE NET
GENERATION
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13. World Map According to Population: Ages 15-30
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14. 14 | © 2012 The Tapscott Group. All Rights Reserved.!
15. THE
TECHNOLOGICAL
REVOLUTION
Drivers for Change THE NET
GENERATION
THE
SOCIAL
REVOLUTION
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16. New Models of Citizen Engagement: Wikinomics and Obama
16 | © 2012 The Tapscott Group. All Rights Reserved.!
17. Transparency circa 1947
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19. WikiLeaks is just the tip of the iceberg.
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20. Openness
Transparency as a New Force
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21. Openness
Five Classes of Stakeholders
Shareholders
Employees Society
Customers Partners
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22. THE
TECHNOLOGICAL
REVOLUTION
THE
Drivers for Change ECONOMIC THE NET
GENERATION
REVOLUTION
THE
SOCIAL
REVOLUTION
22 | © 2012 The Tapscott Group. All Rights Reserved.! 22 | © 2012 The Tapscott Group. All Rights Reserved.!
23. The Economics of Collaboration:
New Competitive Space
Self-
Mass
Organization Collaboration
Business
Webs
VALUE
CREATION
Extended
Enterprise
Industrial Age
Traditional Corporation
Hierarchy
Physical Financial CRITICAL RESOURCES Knowledge
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24. The Integrity Imperative
1. Honesty
2. Consideration
3. Accountability
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25. 25 | © 2012 The Tapscott Group. All Rights Reserved. ! 25 | © 2012 The Tapscott Group. All Rights Reserved.!
26. THE
TECHNOLOGICAL
REVOLUTION
THE
Drivers for Change ECONOMIC THE NET
GENERATION
REVOLUTION
THE
SOCIAL
REVOLUTION
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28. What is a multi-stakeholder network for global problem solving?
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30. 2. Beyond one Nation State
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31. 3. Goals
The network seeks to improve the state of the world by
helping to solve a problem, develop new policies or new
solutions, influence states and institutions, or otherwise
contribute to economic and social development, human
rights, sustainability, democracy, global cooperation and
global governance.
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32. 4. Networking
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33. 1. Knowledge Networks
2. Policy Networks
3. Advocacy Networks
4. Operational and Delivery Networks
Taxonomy of Multi-
5. Convening Networks
Stakeholder Networks
6. Watchdog Networks
7. Platforms
8. Political Action Networks
9. Governance Networks
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34. 1. Knowledge Networks
The primary function of Knowledge Networks are to
develop new thinking, research, ideas and policies that can
be helpful in solving global problems. Their emphasis is on
the creation of new ideas not their advocacy.
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35. 1. Knowledge Networks
http://martinprosperity.org/
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36. 2. Policy Networks
Policy networks include non-governmental players in the
creation of government policy. They may or may not be
created or even encouraged by formal governments of
government institutions.
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37. 2. Policy Networks
http://www.intgovforum.org/cms/
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38. 3. Advocacy Networks
Advocacy Networks seek to change the agenda or policies
of governments, corporations or other institutions.
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40. 4. Operational and Delivery Networks
This class of networks actually delivers the change it seeks,
supplementing or even bypassing the efforts of traditional
institutions.
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41. 4. Operational and Delivery Networks
http://wiki.crisiscommons.org/wiki/Main_Page
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42. 5. Convening Networks
Some networks convene leaders from government, the
private sector and civil society for global cooperation and
problem solving.
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44. 6. Watchdog Networks
These networks scrutinize institutions to ensure that they
behave appropriately. Topics range from human rights,
corruption, the environment, to financial services.
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45. 7. Platforms
Some networks seek to provide platforms for other
networks to organize.
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46. 7. Platforms
http://www.ushahidi.com
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47. 8. Political Action Networks
Political Action Networks seek governmental or regime change.
47 | © 2012 The Tapscott Group. All Rights Reserved.!
48. 8. Political Action Networks
http://www.moveon.org
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49. 9. Governance Networks
These are multi-stakeholder networks who have achieved or
been granted the right and responsibility of non-institutional
global governance. They are different from government
networks as described by Anne-Marie Slughter (non-state
networks of government representatives addressing a global
problem) to include non-government players.
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51. Issues Regarding Multi-Stakeholder Networks
1. Legitimacy
2. Accountability
3. Representation
4. Relationship to Existing Institutions
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52. Achieving Legitimacy for the New Models
1. Clear definition of the mission.
2. Structure processes to ensure the network operates within the mission.
3. Results and measurement of the results.
4. Transparency.
5. Clear representation process for decision making.
6. Personal gain, compensation for leaders, and conflict of interest.
52 | © 2012 The Tapscott Group. All Rights Reserved. ! 52 | © 2012 The Tapscott Group. All Rights Reserved.!
54. NEW: Models of Citizen Engagement
40,000 people around the world
engage in a 72-hour deliberation
around urban sustainability
issues, producing hundreds of
recommendations
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55. NEW: Models of Citizen Engagement
https://innovation.ed.gov/my-portal/
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56. NEW: Models of Citizen Engagement
http://www.livesmartbc.ca/A4CA/
56 | © 2012 The Tapscott Group. All Rights Reserved.!
57. NEW: A Second Wave of Democracy
If the first wave of democracy established
elected and accountable institution of
governance, but with a weak public
mandate and an inert citizenry …
… the second wave will be characterized
by strong representation and a new
culture of public deliberation built on
active citizenship.
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58. The stakes are high for the global economy.
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59. The stakes are high for the world.
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60. 60 | © 2012 The Tapscott Group. All Rights Reserved.!
63. Rethinking Leadership
Paradigm shifts involve dislocation, conflict, confusion,
uncertainty. New paradigms are nearly always received with
coolness, even mockery or hostility. Those with vested
interests fight the change. The shift demands such a different
view of things that established leaders are often last to
be won over, if at all.
63 | © 2012 The Tapscott Group. All Rights Reserved.!
64. Program
on
New
Models
for
Global
Coopera5on,
Problem
Solving
and
Governance
Execu5ve
Director:
Don
TapscoB,
CEO
The
Tapsco*
Group
and
Chair,
World
Economic
Forum
Working
Group
on
New
Models
for
Global
Problem
Solving,
CooperaBon
and
Governance
Among
the
IniBal
Faculty:
Anne-‐Marie
Slaughter,
Professor
of
Poli5cs
and
Interna5onal
Affairs,
Princeton
University
Ngaire
Woods,
Dean,
Blavatnik
School
of
Government,
Oxford
University
Richard
Florida,
Director,
MarBn
Prosperity
InsBtute
Alec
Ross,
Senior
Advisor
for
Innova5on,
Office
of
the
Secretary
of
State
Kris
Balderston,
Office
of
the
Secretary
of
State
Mitchell
Baker,
Chair,
Mozilla
FoundaBon
Anthony
D.
Williams,
Fellow,
Munk
School
of
Global
Affairs
Robert
Madelin,
Director-‐General
for
Informa5on,
Society
and
Media
Parag
Khana,
Author
of
How
to
Run
the
World;
President,
Hybrid
Reality
InsBtute
Barbard
Ridpath,
CEO,
InternaBonal
Center
Financial
RegulaBon
Sara
BoeSger,
University
of
California
Berkley
Sean
Wise,
Ryerson
University
64 | © 2012 The Tapscott Group. All Rights Reserved.!
65. 65 | © 2012 The Tapscott Group. All Rights Reserved.!
66. 66 | © 2012 The Tapscott Group. All Rights Reserved.!